GAG, ORDER!!!

When is right right? How far are you willing to go to stay true to yourself? To never waiver from personal values, even when no one else is looking.  To never quit, I mean never, not even for a second. To follow your charted course even when self-doubt is more deafening than self-confidence.

Three years ago I witnessed first-hand the pervasive power of big business. I watched while one of our client's (and friend) was crushed by one of the United States' largest banks. In one fell swoop and for no apparent reason they destroyed everything he worked for. And, then for good measure, they did all they could to defame him. 

For two months prior, our client was on every national TV show. CBS Morning Show said, "You are all America needs."  FOX called him "An innovator." These are a couple of many. Then, they pulled the plug.  So why would this bank seek to destroy this man? We are still not sure and maybe that question will never be answered. However, the ferocity in which they attacked him was stellar, without feeling and without debate. The bank unleashed a cloud of deception that was deft, allowing questionable thoughts to seep in; even to those closest to him.

The bank had perception on their side and they were positive they held the chips. It's so much easier to believe big over little, established over new, successful over start-up, boss over employee.

This was one of the United States' largest banks, so reputation was on their side. I mean banks are flawless and have never been shown to work beyond the bounds of propriety, right?

Your Honor, I need to strike that last statement on the account the courtroom is filled with uncontrollable laughter. 

When is right right? How far are you willing to go to stay true to yourself? To never waiver from personal values, even when no one else is looking.  To never quit, I mean never, not even for a second. To follow your charted course even when self-doubt is more deafening than self-confidence.

For three years he never quit, never changed his story. For three years he worked tirelessly to defend himself, no matter the professional and personal struggle AND there were many. Loss of all money, some friends, relationships, and an open heart surgery. That was the easy stuff. The internal struggles were even greater.

Having everyone tell you to just give up, move on, lick your wounds and fight another day, may have appeared as fruitful advise, but to him, it created further feeling of isolation. Conversely it also provided a sense of resolve, knowing the same character traits required to be a visionary in the first place would need to be applied if truth would prevail.

Fighting for justice can be parallel to living in a silo of emotional solitary confinement. A breaking point is always nearing. Yet, he never broke.

At the start of the trial the air was thick with greed, smugness and the pious veil facade of those who normally hide in ivory towers. However, after day one it became evident that one of the United States' largest bank’s equivalent of kryptonite was going to be "truth" itself.

Wait, banks aren't flawless? They have been shown to work beyond the bounds of propriety? They took money from TARP and then still doled out huge bonuses while the American people turned into Oliver Twist, begging for "More Gruel, Please, Sir." 

Lawyer: Your Honor, we object.

Judge:  On what grounds?

Lawyer: The truth really hurts.

This week my client and friend WON and defeated one of United State’s largest banks. This was not just a victory for himself and his company, but for all of us. That's not hyperbole.

Where would we be if we never questioned authority? If we sat idly by while known injustice was rampant? We are better today, because of the actions of this man.

When is right right? How far are you willing to go to stay true to yourself? To never waiver from personal values, even when no one else is looking.  To never quit, I mean never, not even for a second. To follow your charted course even when self-doubt is more deafening than self-confidence.

Greg

Gregory Salsburg

CEO/The Big STIR

STIR-Communications 

Miami | New York | London
c: (561) 386-8064
o: (305) 407-1723

e: Greg@STIR-Communications.com 

Facebook Finale III

Last week was a world wind – no time to blog, barely time to choose between which Italian bespoke threads and killer socks to don.

With the traveling to and fro on sleek G6's emblazoned with logos of my gracious hosts, popping the bottles of Ace of Spades, making it rain and putting Range in the Rovers, tapping out my infamous prose was feeling trite. Plus my posting on http://www.monster.com/ for a ghost writer with uncanny wit and erudite synapse went unanswered, leaving my broad shoulders to weather the storm once again.

By now you know this blog is read by a ton. For many it's a faithful ritual, for others a rite of passage. What started as a lark and a sea of sarcasm and cynicism now provides riches in excess of the GNP of Guam.

It's influence has also grown, but in truth, until two weeks ago I didn't realize how much. That was until my two posts about my immediate departure from Facebook were unleashed. On September 14th a FedEx truck arrived at Chez Salsburg delivering a large box. Curiosity peaked and I diligently cut into the cardboard and pulled out its contents: a singular blue hoodie and a note reading "I can't live, if living is without you. Sincerely MZ."

Sure, my first thought was, do you think this person is quoting the Badfinger or Mariah Carey version? And, which one makes me feel most uncomfortable? And, why are there ketchup stains on this sweatshirt?

Back to the note - it had an email address and phone number both marked CONFIDENTIAL. Upon dialing a voice picked up the other end before it even rang and said, "Greg is that you? Please come back. I can change."

I attempted to explain myself, while fawning excitement that I was speaking to an entrepreneurial behemoth. Not to mention the last and only reason Jessie Eisenberg will be relevant. He insisted I be flown to Menlo Park, CA to meet face to face, I succumbed.

35,000 feet in the air and somewhere over Dubuque, I checked my emails. One marked urgent caught my eye. Subject: Brewskies with the Ruskies. It went on to read: Greg, as you know we subscribed to your blog after reading about it on Techcrunch. Obviously we hate Facebook too and MZ’s fashion choices make us sick. Our new system Google+ is doing well but we can use your input. Let's bring you to Mountain View, we promise to make it worth your while. Peace, Sergey and Larry.

Look, I've signed so many confidentiality agreements I am not sure I still even own my children. However, I do know that I cannot reveal what took place in those meetings but it was even better than you're thinking. (I may need to lawyer up just for sharing the above.)

With that said, by now you have probably read about the alterations that were unveiled the past few weeks at these companies respectfully. They're not perfect. Change is not a destination, it takes time, and although I'm still not picking sides as of yet I think progress is being made.

As your weekly fearless leader I will continue to defend us all. There is no challenge too great for me to tackle upon your behalf. That is, if I can get my newfound entourage to bring me a painkiller for this massive Champagne hangover.

Greg

Gregory Salsburg
CEO/The Big STIR
STIR-Communications
Miami | New York | London
c: (561) 386-8064
o: (305) 407-1723
e: Greg@STIR-Communications.com

Find Your Mission

THE DILEMMA:


A CEO contacted us expressing his need for a Mission Statement in order for employees, partners and investors to better understand his business direction.


INSIDE YOUR BRAND:


Every brand is a fictional entity. The strongest brands are those with the most attractive personalities.


What is the personality of your brand? What does it look like? What does it sound like? How does your brand think, act, and see the world? Remember, everything communicates.


INSIDE YOUR COMPANY:


A company is another type of fictional entity.


The personality of your company is spread across its employees -- representatives who are supposed to think, act, and see the world according to the principles your company was built upon. That culture is not born from the written word but from the sweat of actions.


Your Mission Statement is not your style guide. Mission Statements are amorphous dollops of wishful thinking, high hopes committed to paper. Forgive me, but the average Mission Statement is packed with overbearing cliches . Every time I read one I’m reminded of those young women in beauty pageants who provocate dreams of world peace. In short, most Mission Statements are no more meaningfully rooted than a child claiming to be a "blank" when they grow up.


It takes more than a Mission Statement to bring about world peace and it will take more than a Mission Statement to unify your employees or those looking to invest.


HOW TO APPLY THIS WISDOM:

1. Identify the Unifying Principles of your company.
2. Write them down.
3. Make them real through your words and actions.

Unifying Principles become the Character Bible for real-world employees.

Unifying Principles are not core values. They provide more guidance than core values.

Unifying Principles are not rules. They provide more freedom than rules.

Unifying Principles are specific statements that reflect a belief system. Not a mission to attain but acts that are deep rooted, underway and unwavering.

Unifying Principles bring people into unity and form the basis for coordinated action.

Honesty is a core value.

• Do not steal is a mission.
• Love your neighbor as yourself is a Unifying Principle.

Generosity is a core value.

• Allow second helpings is a mission.
• Provide enough that an abundance remains when everyone has had all they want is a Unifying Principle.

Rules/missions are for people whose minds are too small to grasp the principle behind them. Involve your employees in your Unifying Principles and you’ll find that rules/mission are no longer required.


Principles, not rules nor missions, determine how we think, act, and see the world. When employees embrace the principles upon which your company is built, you can trust them to make the right decisions.


Do you live your live by Unifying Principles and can you articulate them? Give it some thought and next time present all who matters your Unifying Principles statement.


Greg


Gregory Salsburg
CEO/The Big STIR
STIR-Communications
Miami | New York | London
c: (561) 386-8064
o: (305) 407-1723
e: Greg@STIR-Communications.com








 

Facebook Finale II

...Within minutes of deleting my status I received emails from 5 people furious, thinking I took them off my "friends" list. The following week I ran into others and they shared their displeasure with what they thought was me singling them out. Others asked me if all was OK. Not, mind you, if I was OK but rather if all was OK with Facebook. In their minds, something must have been wrong with the entire entity as they couldn't fathom I simply chose to eliminate this avenue of dribble from my life.

I have read stories of people taking such offense to their Facebook status changes they will engage in petty verbal attacks or even resort to using PhotoShop to delete that person from pictures -- pathetic!

So to recap, in a world of virtual reality, where at least 98 percent of my "friends" were anything but, where I only exist when I choose and one can only communicate with me when I'm logged in, were upset with me based on a made-up status and their new found inability to "poke" me.

Opposed to let's say, my real life, where the same people that happen to reach out to express "concern," had my phone number (home and cell), email, home and work address and many were in my real social circle.

These responses didn't make me reconsider rejoining the medium but rather concurred my decision was just.

Yes, we live in a world of excess hyper-technological connectivity. However, I submit as equally as these communication channels are being used to foster our society forward they are also impediments towards deep personal connectivity.

Greg

Gregory Salsburg
CEO/The Big STIR
STIR-Communications
Miami | New York | London
c: (561) 386-8064
o: (305) 407-1723
e: Greg@STIR-Communications.com

Facebook Finale I

"If a tree falls in a forest and no one is around to hear it, does it make a sound?"

I have done the unthinkable. The 21st Century version of treason. A decision so profound I shudder to think of the ramifications.

I anticipate, like many who have risked reputation and took a stand for their beliefs, statues will be erected in my honor and future generations will name their children after me, “The Big STIR.”

We live in a world of excess hyper-connectivity. Where ADD is no longer a concern, but a requirement for survival.

Our world is one where it is no longer good enough to be socially social, one must extend the prior social parameters to now include as many technological vehicles possible to showcase their social behavior. In short, a "moment" is really not "moment" unless it is dignified on Facebook, Twitter, Flickr, YouTube, etc.

A social network is a social structure made up of individuals (or organizations) called "nodes", which are tied (connected) by one or more specific types of interdependence, such as friendship, kinship, common interest, financial exchange, sexual relationships, or relationships of beliefs, knowledge or prestige.

However psychologists are finding greed, dislike, jealously, rage, self-loathing, self doubt, competition, anxiety and lies, run equally as rampant.

That doesn't sound so social as much as an episode of the "Jersey Shore.”

I feel blessed to have people receive my "weekly" blog and numerous others who caught my wisdom via Facebook. That is, until I shut it down this summer.

OK, maybe not the best business move to eliminate a huge chunk of audience but the wonders for my psyche are unquestionable.

I had come to consider Facebook less of a social network and more of a vehicle for voyeurism. I was spending more time viewing other people’s lives and comments of same and comparing those to my activities, rather than living my own life.

Considering the degree of narcissism and self absorption I possess, to even care for others is out of character, no less finding myself "checking in" for an update. So, slayed the dragon I did! In one glorious keystroke I eliminated my existence.

What came next was the big surprise...


Greg
 
Gregory Salsburg
CEO/The Big STIR
STIR-Communications
Miami | New York | London
c: (561) 386-8064
o: (305) 407-1723
e: Greg@STIR-Communications.com

Crisis shines an all knowing light

"Today I consider myself the luckiest man on the face of the earth." - Lou Gehrig

I have been accused of being many things, however, at a loss for words has never been one. For the past few weeks I have been unable to write my blog. For all that have enjoyed every incredible word I have written in the past, you know my blog is as much about life as it is business. Lately, life has been all too real.

My father is dying. It's a fact I have been dealing with for some time and by the time you read this he may already have passed. However, the impending definitiveness as I am writing is now here.

My father was very influential in my life and his loss will have long lasting effects on me personally. I am not eloquent or intelligent enough to express in prose his impact on me. However, it's not my father but something my mother once said that is dominating my thoughts. "You learn a lot about people during death. Crisis shines an all knowing light."

My mother’s statement is true in business AND in life. There have been countless examples during the past couple of years of appalling and egregious corporate behavior. However, there have also been remarkable acts of kindness and proper corporate responsibility. Morals are not attached to a financial biorhythm and should never shift no matter the peril. (OK - that fulfilled the business requirement portion.)

Only recently and only to a few have I shared my personal struggle with losing my "hero." I never wanted to project my burden onto others and thought of these types of discussion useless and self absorbed. However, I felt compelled to share to a few who where witness to my morose behavior and countless cancellations to their kind invitations. They were not only understanding, but without my knowledge shared with others who they felt would benefit from knowing my ordeal. Normally this type of personal exposure would make my skin crawl, however what has transpired has changed my outlook completely. A great majority of my life's interactions are through work or with husbands of friends of my wife. As such, I never considered myself someone who had many friends in the traditional sense. I felt those interactions were forced or of some duty on their part, since I was either providing a service to them or in the case of the husbands, stranded on the same island together. There was a part of me that also believed that I was too old to make friends.

However, what I have found out lately is there is no such thing as traditional love, kindness or friendship. In the past couple of weeks so many people have reached out to me, expressing their thoughts and genuine offer of support. Each interaction leaves me bewildered by my luck to know such caring people. I can even be so bold as to say, I have many friends.

Mine is a blog about business and life. If indeed "Crisis shines an all knowing light," I have learned my light shines bright.

Thank you all.

Greg

Gregory Salsburg
CEO/The Big STIR
STIR-Communications
Miami | New York | London
c: (561) 386-8064
o: (305) 407-1723

People Are Not Cogs

Thought this blog may be of interest to you, as it was for us ...


Harvard Business Review – Conversations Blog

People Are Not Cogs
Thursday June 2, 2011
by Nilofer Merchant


With peers in a few CEO roundtables, I've heard things like: "I plan on hiring 3 biz dev people to get $345K per headcount in revenues." After publishing a book about closing the execution gap by focusing on the "peopley" stuff, CEOs of major companies took me aside (in a friendly way) to suggest I had made a major faux pas, and would be seen as having gone "soft." In spite of a forest's worth of academic papers and rafts of best practices published by the likes of HBR on the importance of the "soft" stuff, most companies continue to treat people as inputs in a production line. I've had leaders ask me if this "people engagement thing" is something that can be added on, after the core business stuff is done, sort of like adding frosting to a cupcake.


And I. Can't. Believe. It.


Are we still having this conversation, really?


We know our economy has shifted away from mostly producing things . It makes no sense in such a landscape to keep talking about people as if people are disposable, replaceable, cogs in the mix.


Gurus like Don Tapscott, Tammy Erickson, John Hagel, Rosabeth Moss Kanter, Gary Hamel, and more recently, Umair Haque, have all written about how our new economy is about producing ideas, experiences, and meaning. Companies like Google, Facebook, Twitter, Slideshare, and even Groupon are based on the conversion of ideas and creativity into value, rather than shipping physical stuff. Even companies producing "things" have found a way to embrace the new economy. Look at Apple. Their earnings per employee figure is $419,528 per head, beating out even Google's of $335,297/head and well on its way to be double that of Microsoft, currently at $244,831. They outperform their industry because they've figured out how to enable the key asset of the new economy: scalably leverage many people's contributions, including the app developers eager to piggyback on the industry's most attractive devices.


Yet most organizations still operate much as they did in the industrial age. We manage the measurable, rather than the things that create meaning that fuels creativity, that enables innovative thinking and that helps any company to outpace the market.


Am I revealing a certain naïveté in even writing this? Maybe yes, maybe no. Because I know the truth today: In work archetypes, we believe we must choose either performance or people. We can't see them as one and the same. We tag performance as the quantitatively focused work of what we can design, market, measure, track, bill, and monetize. Talent, purpose, culture and creating meaning is the peopley work mostly viewed by the performance folks as "cost centers," or departments that exist only to manage legal risk. The two camps operate with a "live and let live" approach, and they don't attempt to collaborate or interoperate with one another.


I have long believed that this "two camps" model must change, convinced that a more unifying model must be possible. And now we have "existence proofs" in the form of successful companies with different models. And it's not all of these companies were built from scratch; some were reinvented. The peopley stuff is what allows organizations to not just win, but also win repeatedly.


There's plenty of empirical data to support this strategic direction. Gallup, the research firm, recently did a meta-analysis across 199 studies covering 152 organizations, 44 industries, and 26 countries. It showed that high employee engagement brings an uplift of every business performance number. Profitability up 16%, Productivity up 18%, customer loyalty up 12% and quality up an incredible 60%.


We know that life is not just about efficiency. So why do we resist the idea that work can be about greatness?


We know we need more than the simple efficiency that our current measures capture. Our view of performance has become limited by overly focusing on those metrics. Because we can see the outward manifestations of work performance like products shipped, revenues booked, and earnings-per-share, we can discuss them in analyst calls and at management meetings. We can barely see and surely can't measure the soft aspect of how we make great products, revenues or earnings per share.


That doesn't mean that greatness can't be decoded. There are pieces that we can see and understand. It includes groups being creative. It includes people being themselves. It includes all of us having confidence that we're making a difference. It's asking questions that let us reimagine what could be. It's feeling motivated. It's about being challenged within our capabilities. It's all of us having a rich, intense sense of joy at work. It's trusting ourselves, and our ability to learn. It's about being trusted by others. It's when we can say to each other: I believe in you. It's about being courageous and not always trying to fit in. It's about everyone knowing what matters. It's about all of us learning, and growing and changing. It's about creativity and inventiveness, and the ability to go fast because we are adaptable. It's about getting rewarded for caring about the commons, not just the silos.


We need a measure that captures all of that. Something that captures our purpose, our talent, and the way our culture enables us to create velocity in bringing ideas to market.


How do we do start to measure the peopley stuff and also keep on performing and measuring the external stuff — how do we make sure we don't throw out the baby with the bathwater? For too long, the quants have lived in one world, and soft, peopley folks in another. Neither side was particularly willing to take the first steps necessary to bridge the gap, or even to even acknowledge that bridging was possible. I hold that to realize our organizations' full potential, both sides must work hard to get that bridge built.


For now, let's all agree that when someone proposes that we can put off that peopley stuff till later, we can all answer a resounding: "No, we can't." It's not the frosting on the cupcake. It's the key ingredient in how we make the cupcake bigger.


Nilofer Merchant is a corporate advisor and speaker on innovation methods. Her book, The New How, discussing collaborative ways to have your whole company strategize, was published in 2010. Follow her on Twitter @nilofer.